Cross Cultural Communication in Business 1
Program outline 1. Introduction to culture & cultural differences 2. Challenges in cross cultural communication 3. Understanding cultures – culture models 2
1 - Introduction to culture & cultural differences 3
"Cultural differences" "For a German and a Finn, the truth is the truth. In Japan and Britain it is all right if it doesn't rock the boat. In China there is no absolute truth. In Italy it is negotiable. " Richard D. Lewis 4
Culture = Human mental programming Specific to individual Inherited & learned Personality Specific to group or category Universal Culture Human Nature Learned Inherited 5 Source: G. Hofstede
Nature of culture Learned Culture is acquired by learning and experience Shared People as a member of a group, organization, or society share culture Transgenerational Culture is cumulative, passed down from generation to generation 6
Languages (verbal & non-verbal) Conscious Explicit The iceberg of culture Explicit behaviours Habits & traditions (food, housing, clothing, health…) Know-how (communication codes, tools. . ) Institutions (collective organizations modes: family, education Unconscious Implicit Norms (Do’s & don'ts) Values Mental state & cognitive processes (perception, learning, knowledge, memory…) 7
Manifestations of culture: different levels Symbols Heroes Rituals Values Practices Source: G. Hofstede 8
Manifestations of culture n Symbols: words, gestures, objects that carry a particular meaning which is only recognized by those who share the culture. n Heroes: persons, alive or dead, real or imaginary, who possess characteristics which are highly prized in a culture and who thus serve as models for behavior. n Rituals: collective activities, considered socially essential. n Values: basic assumptions about how things should be in society. They are convictions regarding right or wrong, good or bad, important or trivial. Learned implicitly. Cannot be discussed. n Practices: what is visible to an outsider. Source: G. Hofstede 9
Americans as other see them… § India: “Americans seem to be in a perpetual hurry. Just watch the way they walk down the street. They never allow themselves the leisure to enjoy life; there are too many things to do. ” § Turkey: “Once we were out in a rural area in the middle of nowhere and saw an American come to a stop sign. Though he could see in both directions for miles and no traffic was coming, he still stopped!” § Colombia: “The tendency in the US to think that life is only work hits you in the face. Work seems to be the one type of motivation. ” § Ethiopia: “The American is very explicit; he wants a “yes” or a “no”. If someone tries to speak figuratively, the American is confused. ” § Iran: “The first time my American professor told me, “I don’t know the answer, I will have to look it up, ” I was shocked. I asked myself, “Why is he teaching me? In my country a professor would give the wrong answer rather than admit ignorance. ” 10 Source: N. Adler. , 1991
Brazil? 11
Stereotypes… French: logical, cartesian, elitist, authoritarian, proud Chinese: quiet, hardworking, enigmatic, smiling, cruel Germans: rigid, methodical, obsessed with order & privacy, unemotional, territorial Americans: superficial, ‘Frontier Spirit’, materialistic, over-optimistic Italians: loud, macho, impatient, over-emotional, talkative, unorganized British: imperialistic, ‘Island mentality’, principled, class-conscious, conservative 12
First approach to culture Culture The way you live Customs, habits, traditions Food & its meaning Music, clothing Religious practice Health practice Child raising Family structures & relationships The way you view things Beliefs, values Spirituality Perceptions Attitudes Expectations The way you communicate Meaning of language Interaction pattern Communications Verbal & non-verbal 13
Diversity of values & differences in ranking USA Japan Arab 1. Freedom 2. 3. 4. 5. 6. 7. 8. 9. 10. Independence Self-reliance Equality Individualism Competition Efficiency Time Directness Openness 1. Belonging 2. Group harmony 3. Collectiveness 4. Age/Seniority 5. Group consensus 6. Cooperation 7. Quality 8. Patience 9. Indirectness 10. Go-between 1. Family security 2. Family harmony 3. Paternalism 4. Age 5. Authority 6. Compromise 7. Devotion 8. Patience 9. Indirectness 10. Hospitality 14
Common problems… n There a number of problems that all cultures try to address & bring solutions to: Ø relation to nature Ø relation to others Ø relation to power Ø relation to rules Ø relation to activity Ø relation to emotions Ø relation to space Ø relation to time 15 Source: N. Prime, 2001
Cultural answers through different solutions… n “ Culture, is the mechanism that allows to select an attitude, an interpretation, a solution as the one that makes sense « de facto » , when facing a situation ( decision, relationship, emotion…)” Nathalie Prime, 2001 16
Universal problems & cultural responses Universal Problems Cultural responses Relation to nature Domination Subjugation Relation towards others Individualism Communautarism Relation to power Hierarchy Equality Relation to time Monetary time Living time Relation to rules Universalism Particularism Relation towards activity Do Be Relation to space Private space Public space Relation to emotions Exteriorization Neutralize 17 Source: N. Prime, 2001
Values, beliefs & behaviors Values, Beliefs Situations FILTER 18
Cultural conditioning (1) As a leader of of cross-cultural team, Ms. C. is having difficulties managing Mr. H. , one of the foreign member of the team. He promised to compile a report by the deadline she set, but he didn’t. When she talks to him about it, he won't look her in the eyes. What’s happening? Can you identify the two cultures that Ms. C. and Mr. H. belong to? Source: CCL, 2002 19
Cultural conditioning (2) Ms. C. suspects that Mr. H. is either very disorganized or doesn’t respect her as a leader… His unwillingness to make eye contact looks like evasive behavior to her. Source: CCL, 2002 20
Questions… n Do you understand your own cultural n n background & conditioning? Do you approach cross-cultural communication with an awareness of how differences may affect communication? Do you have the attitude that « different » is bad, inferior, or wrong? Are you aware of ways that you stereotype others? Arte you willing to adjust your communication in order to be more effective? Source: CCL, 2002 21
Anticipate & Adapt to Cultural differences n Examine your own cultural conditioning n Watch for discomfort that can signal cultural differences n Recognize & modify your communication Source: CCL, 2002 22
What do we know about culture? Things I see Things I do not see Things they do not see Source: Jouard, 1964 23
Culture? n "Collective Programming" è Starts from birth, is reinforced in school & by education è Relates to values & core beliefs è Displayed in attitudes & behavior n Some visible characteristics: è Customs, behavior n Some less visible ones: è Values, beliefs 24
2 - Challenges in cross cultural communication 25
Opening a meeting Germany Formal intro. Sit down. Begin. Finland Formal intro. Cup of coffee. Sit down. Begin. USA UK Informal intro. Cup of coffee. Jokes. Begin. Formal intro. Cup of tea. 10 min small talk. Casual beginning. France Japan Spain/ Italy Formal intro. 15 min small talk. Begin. Formal intro. Protocol seating. Green tea. 15/20 min small talk. Signal from senior member. Begin. 20/30 min small talk while others arrive. Begin when all are there. Number 5 10 15 20 25 26 of minutes Adapted from Richard D. Lewis
Behavior & cultural differences (1) A foreign manager is conducting an annual performance review with one of his direct reports. He begins the session by discussing all the areas in which the employee’s performance meets or exceeds goals. The employee listens attentively with serious and thoughtful expression. But when the manager begins to discuss weaknesses and problem areas, the employee starts smiling. The sterner the manager’s tone, the broader the employee grins. The employee does not comment on anything the manager says or defend or explain. The manager becomes angry because he believes the employee is mocking him and treating the evaluation as a joke. What do you think is happening? What does the employee’s smile may mean for him/her? Source: CCL, 2002 27
Cultural differences: J. meets Y. (1) J. goes to the airport to meet Y. The two men had talked several times on the phone but had only met once before. When Y. spots J. in the baggage area, he enthusiastically embraces him and kisses him on both cheeks. J. feels uncomfortable and hopes that nobody he knows has witnessed this greeting. Source: CCL, 2002 28
Cultural differences: Ms H. & V. (1) When Ms. H presents her proposal at the meeting, V. reacts strongly. He pounds on the table and questions her in a loud voice. When Ms. H casts her eyes down in embarrassment, V. seems to get more excited. He leans across the table and jabs his hands towards her face. Source: CCL, 2002 29
Negotiation & cultural differences (1) Tom in London & Hitoshi in Tokyo both like Armani suits, football, Beethoven, & good French wines. But Tom recently spoke for days with Hitoshi, his potential business partner and yet the barriers between them were never broken. The deal did not get closed. What is your assessment of the situation? Source: CCL, 2002 30
Discomfort & cultural differences (1) n Why doesn’t he/she says yes or no? è In one culture, an indirect signal may signal indecisiveness, while in another culture it signals deference & respect. n Why he/she always staring at me? è In one culture staring can signal aggressiveness or intimidation, while in another culture direct eye contact shows attention & esteem. n Why does he/she have to be right in my face whenever he/she talks to me? è In one culture the range of personal space can be much smaller than in another culture. Source: CCL, 2002 31
Discomfort & cultural differences (2) n Why doesn’t he/she tell me if he/she doesn’t understand something? è In one culture, asking questions is accepted as an effective tool for communication, while in other cultures questioning superiors may signal insolence. n Why doesn’t he/she sit there smiling when I am talking about his performance problems? è In one culture smiling during a discussion about performance problems may signal contempt and disinterest, while in another culture a smile may reflect sincerity and attention. n Why does he make a joke about everything? è In one culture, a joke can signal lack of confidence or seriousness, while in some others it's a sign of deference. Source: CCL, 2002 32
Cultures n We think our minds are free… n But be careful to distinguish between appearance and reality n And remember that every culture is viewed by the others through their own "cultural spectacles" 33
3 - Understanding cultures – culture models 34
Edward Hall’s “Silent Language” n 5 “silent languages”: è Time è Space è Material goods è Friendship è Agreements 35
Time: Linear vision (1) Past Present Over Immediate tasks, separated & identified Future Plans for next months/years 36
Time: Linear vision (2) n Action oriented n Time dominated: "time is money" & cannot be "wasted" n Focus on one thing at a time… & within schedule Anglo-Saxons, Germans, Swiss, Scandinavians Adapted from Richard D. Lewis 37
Time: Cyclical vision n Past provides background n Circling around the problems & "walk around the pool" before making decision n Time is precious n But one needs plenty of time to look at details of a deal and develop the personal side of a relationship Far-East, Asians Adapted from Richard D. Lewis 38
Time: Vision from … n The more they can do at the same time, the happier they are n Not interested in schedule & punctuality n Focus on the human side of things: meeting, business & relationship are more important n Time is event, personality related n It can be "used, manipulated, stretched. . . " Latins, Arabs Adapted from Richard D. Lewis 39
Monochronic vs. Polychronic behavior Monochronic Time is crucial Punctuality Get to the point A then B then C then D Time is an asset Task, linear Polychronic Time is not ours to manage Events have their own time A & B or C, D or B Talk business, but also football, food, friendship Task & Relational, circular 40
Space n Availability of space è use of space: physical & personal; ex, USA – wide open space, frontier spirit & Japan – limited space, island mentality è readiness to make contact, nature & degree of involvement with others: keep distance, suspicion of strangers; ex, Europe vs. USA 41
Material goods n Use of material possessions è North America: indication of status, level of success: car, house, money… è Other cultures: Japan, Middle-East, not viewed as important – emphasis placed on other elements: taste, harmony, friendship… Adapted from Richard D. Lewis 42
Friendship n Formed quickly with neighbors, coworkers è North America n Takes more time, lasts longer, goes deeper and implies obligations è Asia, Middle-East Adapted from Richard D. Lewis 43
Agreements n How to view law, rules, practices & informal customs? è Need for a written agreement, binding – North America, Northern Europe è Oral, handshake, with trust sufficient Asia, Arabs Adapted from Richard D. Lewis 44
Communication process INTENT & MEANING Sender EFFECT & INTERPRETATION Encoding Channel (medium) Decoding Receiver symbols words pictures gestures… Feedback (clarify, confirm…) 45
Explicit & implicit communication Japanese High Context Arabs Latin Americans Italians British French North Americans Scandinavians Germans Low Context Swiss Explicit Communication Implicit Communication 46
Hofstede’s model n 5 dimensions of culture: 1. 2. 3. 4. 5. Power distance Individualism vs. collectivism Feminity vs. masculinity Uncertainty avoidance Long term orientation 47
Power distance Defined as ”the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally. ” G. Hofstede Low Social integration Little concern for hierarchical status High Social differential Significant concern for hierarchical status 48
Power distance: Sweden… 49 Source: G. Hofstede
Power distance Impact on management. . . n Type of management structure n Decision process n Flow of information n Inequalities/equalities n Formalism n Status 50
Individualism vs. collectivism n ”Individualism pertains to societies in which the ties between individuals are loose; everyone is expected to look after himself and his immediate family” n “Collectivism pertains to societies in which people from birth onwards are integrated into strong cohesive ingroups, which throughout people’s lifetime continue to protect them in exchange for unquestioning loyalty. ” G. Hofstede Low Individualism Collectivity Concern for group harmony versus personal achievement High Self-determination High concern for achievement & personal growth 51
Individualism vs. collectivism Impact on management. . . n Employee/employer relations n Decision making n Conflict management 52
Feminity vs. masculinity n Feminine: è focus on - work to live, quality of life, relationships… n Masculine: è focus on - live to work, material success, money… Low Nurturing relationships Little concern for control, decisiveness, assertive behaviour or competition Masculinity High Controlling relationships Assertiveness, decisiveness and competitive behaviour 53
Feminity vs. masculinity Impact on management. . . n Masculine societies will value: è competition, speed, strength and wealth è promotion è emphasis on individual responsibility è open & hard conflicts n Feminine societies will value: è equality, security, peace and nature è cooperation, work conditions è emphasis on collective responsibility è conflict management through discussions 54
Uncertainty avoidance Defined as ”the extent to which the members of of a culture feel threatened by uncertain or unknown situations. “ G. Hofstede Low Informal relationships Little regard for structure & control High Formal relationships High regard for structure, rituals and procedures 55
Uncertainty avoidance Impact upon management. . . LOW HIGH n few guidelines, few rules n relativist attitude n risk taking, initiative n strict guidelines, a lot of rules, process n need for an absolute truth n employment stability n important roles for experts 56
Hofstede’s results 20 countries 57
Cultural dimensions PDI IND MAS UAI Brazil 69 38 49 76 USA 40 91 62 46 France 68 71 43 86 58
Cultural comparison: Brazil, USA, & France 59
A Synthesis of Country Cultures NEAR EASTERN NORDIC Finland Turkey Denmark Iran GERMANIC ARAB Sweden Bahrain Greece Austria Abu-Dhabi Germany Saudi Arabia Oman Switzerland Singapore FAR EASTERN Malaysia Hong Kong Philippines Argentina Chile Indonesia Mexico Taiwan LATIN AMERICAN Peru United States Canada ANGLO United Kingdom Ireland Belgium South Africa France LATIN EUROPEAN Italy Spain Brazil Israel Japan India INDEPENDENT 60
Managing cultural differences: tips Map – Bridge - Integrate MAP BRIDGE INTEGRATE Understand the differences Communicate across differences Manage the differences • Cultural values • Leadership style • Personality • Thinking style • Gender • Approaching with motivation & confidence • Decentering w/o blame • Recentering with commonalities • Building participation • Resolving conflicts • Building on each other’s ideas 61
Communicating across cultures: « guidelines » n Speak clearly & more slowly than usual n Pronounce your words clearly & enunciate carefully n Use the simplest & most common words in most cases n Avoid slang & colloquial expressions n Use visuals n Confirm your spoken communications by memos, e-mails, letters, faxes Source: CCL, 2002 62
Conclusion “Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster. But if we really want to globalize, there is no way around them so we better take them for what they are. ” Geert Hofstede 63
Bibliography n When cultures Collide – Richard Lewis – Nicholas Brealy n Riding the waves of cultures – Fons Trompenaars & Charles Hampden-Turner – Mc. Graw-Hill n Cultures & Organizations – Geert Hofstede – Mc. Graw-Hill n Managing Across Cultures – Susan Schneider & Jean-Louis Barsoux – FT Prentice Hall Ù The end 64
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